Presentation is loading. Please wait.

Presentation is loading. Please wait.

Proposition Service Logistics 28 November 2014 1.

Similar presentations


Presentation on theme: "Proposition Service Logistics 28 November 2014 1."— Presentation transcript:

1 Proposition Service Logistics 28 November

2 Content Proposition Service Logistics Why invest in better after sales services? Service Logistics Supply Chain Service Logistics expertise in the Netherlands Spare parts control tower solutions Maintenance solutions Reversed logistics solutions

3 PROPOSITION

4 Proposition to OEMs “ Dutch Service Logistics solutions enable your service organization to improve customer satisfaction by increased system availability and reliability and reduce operational costs through intelligent and optimized forecasting, planning and scheduling of the service chain (internal or external) and its associated resources such as people, networks, information and other tangible (or intangible) assets.” 4

5 Proposition to asset owners “ Dutch Service Logistics solutions enable your organization to improve system availability and reliability and reduce operational costs through intelligent and optimized forecasting, planning and scheduling of the service chain and its associated resources such as people, networks, information and other tangible (or intangible) assets. “ 5

6 SERVICE LOGISTICS

7 Service Logistics Service logistics is the control of all after-sales services: from product delivery to the end of a product's life cycle. Service logistics regards all logistics activities needed to enable advanced capital goods to function optimally and uninterrupted during the total product life cycle – up until out-of-order/ dismantling or reuse. The main function of the service supply chain is to increase the system availability by delivering the maintenance resources within specified time constraints when a system has failed, or to prevent failing and specific maintenance resources are needed to repair it. In general, spare parts and service engineers are the most important resources. 7

8 Service Logistics 8 Source: Ben Graeve, 2013

9 Total Cost of Ownership engineer-to-order system 9 Division of Total Cost of Ownership for an engineer-to-order system (cf. Oner et al. [2007]). The acquisition costs of a high tech system are high, but a considerable cost during the total product life cycle is derived from maintenance and downtime. Maintenance costs include spare parts, service engineers, infrastructure and management. Downtime costs include reduced output of a production process, as well as indirect costs such as loss of reputation or loss of future revenues. The acquisition costs account for only a fraction of the Total Cost of Ownership! Maintenance during the first years of the operation phase of a system is of the same order as the purchase of a new system. Source: Van Houtum, 2008

10 Minimizing downtime and minimizing TCO 10 Service logistics aims at minimizing downtime and minimizing TCO The key to service logistics is to have the right spare parts at the right time for maintenance. Complexity of the planning management of the resources: engineers and spare parts Source: Van Houtum, 2008

11 Service logistics - Key B2B sectors 11 Aerospace & defense: maintenance, repair & overhaul delivery in a cost- effective way, is key in performance-based service contracts to customers. Automotive: service and parts operation is key for the business model and brand reputation, for customer satisfaction and avoiding warranty costs and for sustaining profitable growth. Advanced high-tech capital goods: move towards selling ‘performance service offerings’ instead of the product, guaranteeing performance level during the product’s lifecycle and minimizing machine or vessel downtime. Process and energy industries: integrated service supply of e.g. wind farms and process installations, minimizing downtime for preventive and corrective maintenance. Healthcare and medical devices: requiring service level agreements with same-day service fulfillment, in need of fine-knit distribution and service networks enabling fast response.

12 Service logistics for aerospace & defense industry The capital goods in the aerospace and defense industries typically have a very long lifecycle; they are used up to 25 years and asset owners demand total care programs. The initial acquisition costs of these assets are high; often the maintenance and repair costs are double the initial acquisition costs. Downtime has high financial implications for the asset owners and safety is a most critical factor. For excellent spare parts management, Parts Obsolescence Management with last-time-buy decisions & Demand Forecasting Techniques as well as Parts redesign engineering and supply with replace-or-repair decisions are required for optimized inventory management. As these aerospace and defense assets have to be in use continuously and often in remote locations under rough conditions, especially in defense when on missions, this poses particular challenges to the service logistics. 12

13 Service logistics for high-tech capital goods industry Capital goods are machines or products that are used by manufacturers to produce their end products or that are used by service organizations to deliver their services. Examples include lithography systems, large-scale computers, and baggage handling systems. The users’ primary processes depend heavily on the availability of these capital goods and they require very high levels of availability. There is a long-term trend with regard to these advanced capital goods in which buyers would rather purchase a function than a product, focusing on the Total Cost of Ownership (TCO). 13

14 Service logistics for process and energy industry Many process industry companies experiment intensively with condition-based maintenance (CBM), but preventive maintenance is still the norm. Several characteristics of the process industries make maintenance/logistics planning particularly complex. Most companies operate a small number of (custom-made) complex assets, and obtain limited reliability/process/failure data, making it hard to plan maintenance and preparatory logistics activities. Multiple disciplines and contractors are involved in maintenance operations, and coordination is required to minimize down-time. 14

15 Service logistics for marine industry In the maritime sector, service logistics support and maintenance of systems constitute a significant fraction of the exploitation costs. This is on the one hand due to the complexity and high capital value of the assets used in this sector, and on the other hand due to the highly variable and mostly severe operating conditions encountered by ships and their subsystems. Moreover, since these assets are often operated at remote locations around the world, unplanned maintenance requires significant logistic effort and hence is very costly. This reveals that an important reason for the high costs for service logistics in the maritime sector is the uncertainty in demand. 15

16 WHY INVEST IN BETTER AFTER SALES SERVICES?

17 Drivers for service logistics Customer satisfaction ranks highest among the objectives of after sales services, as companies are realizing that after sales hold an important lever to shape customer experience and awareness. Cost savings remain high on the agenda, especially in high tech industries. Revenue generation is receiving less attention worldwide, although in the Netherlands this has been recognized early, increasing the competitiveness of companies. It is expected that this is of increasing importance as a driver in the future, moving companies to servitization. 17 Source: Deloitte, From Necessity to Strategic Driver, Market Trends and Challenges in After Sales & reversed Logistics, 2013 Customers ask for the service Leads to better portfolio diversification Leads to reduction of costs or work capital Leads to improved competitiveness Leads to better profit Source: Roadmap Service Logistics, Innovatie Zuid (NL), 2013

18 Drivers for service logistics Source: Wannes Rosius, IBM, Predictive Maintenance 3 Nov2014 Eindhoven 18 Drivers for professional service logistics, and especially towards predictive maintenance, range from customer satisfaction to asset availability, productivity and compliance.

19 Arguments for extending the service business Marketing benefits Augmenting the product offering Intensity of customer relationship Lock-in effect for customers Long-term customer relationship (strategic partnerships) 19 Source: Prof Heiko Gebauer, University of StGallen, Switzerland, 2013) Strategic benefits Differentiation opportunities Comparison of offerings is more complex Collaborative innovation between customer and supplier Service as entry barrier for competitors Service competencies more difficult to imitate Financial benefits Higher margins (product -1% to 3%; services 5-20%) Stable source of revenue High installed base Size of the service market (service market 2 to 10x bigger than product market)

20 Servitization: from goods centered to customer centered solutions 20 Source: Filippo Visintin, Aalto University, 2012

21 The process of creating value by adding services to products 21 Source: Oliva & Kallenberg, 2003

22 Servitization is a profit center: IBM example 22

23 Servitization is catching up 23

24 Service and parts business in global industry 24

25 Profitability of service logistics Based on service contracts and remanufacturing of disposed systems, 25 to 60% of the turnover on complex systems is made in the after-sales period at higher margins. According to a Deloitte survey, firms that excel at aftermarket service report that average profitability of these operations is 75 percent higher than overall business unit profitability. Services provide a long revenue stream, particularly when customers own systems for a long time, e.g. with aircraft for up to 25 years % turnover after sales 75% higher profitability Long revenue stream

26 Growth potential - market share 26 Source: Deloitte – Global Service and Parts Management Survey

27 Market opportunities The Netherlands seems to have a frontrunner position in long term maintenance as well as total supply chain thinking. Furthermore, the collaboration between universities and companies in the Netherlands is driving implementation of new knowledge and innovation in effective service logistics solutions. Competitive countries in Europe are Germany, UK, Belgium and France with well-developed OEM industries. For the Netherlands, it is in these countries that are most of the opportunities for export of knowledge and knowhow for cross-border control towers for service logistics supply chains. A benchmark study from the EU More4Core project regarding maintenance in the Netherlands, Belgium, Germany and France will be delivered in FEB US often do not have maintenance strategies, although servitization models are being implemented rapidly now. In emerging markets service logistics is often driven by a developing manufacturing base and future regulation, e.g. Brazil, Malaysia, Indonesia, South Africa. 27

28 SERVICE LOGISTICS SUPPLY CHAIN

29 Service supply chain The main function of the service supply chain is to deliver the maintenance resources within specified time constraints when a system has failed and specific maintenance resources are needed to repair it. In general, spare parts and service engineers are the most important resources. 29 Source: MaSelMa project plan, 2013

30 After sales supply chain 30

31 Service logistics differentiation 31 Spare parts: Forecasting Planning Inventory Delivery Maintenance: Corrective Predictive Condition-based Services: Reversed logistics

32 Main global trends & developments driving the increase of Service Logistics Increasingly complex technology used in capital goods and increased servitization, requiring more knowhow for maintenance and repair. Global footprint of OEMs, requiring global service logistics organization with increasing complexity within short service times and with service and repair locations shifting (e.g. in Europe to Eastern Europe). Emerging technologies in sensors, Internet-of-Everything and Big Data, impacting monitoring and diagnostics, and for example 3D printing and augmented reality, enabling on-site printing of spare parts and repair. Global visibility and transparency in supply chains by increased implementation of ICT, creating opportunities for service logistics optimization. Increased pressure on environmental impact, energy use and material reuse, with increasing regulation, e.g. in return logistics and remote diagnostics and repair, and remanufacturing. Aging of society, leading to increased use of robotics and digital solutions in healthcare, with changed service landscapes. 32

33 Main trends & developments in Service Logistics Forecasting future demand for spare parts Service Logistics Control Towers orchestrate after-sales-service of a product system, including forecasting, planning, inventory management and delivery. Pooling of spare parts across several supply chains; sharing of high value, slow moving parts. Contract management – servitization service level agreements Location management and stock allocation to new parts and repairables to reach target service levels Return logistics: WEEE directive (Waste Electrical and Electronic Equipment) requires a manufacturer or distributor to collect and recylce products at the end of the product life cycle 33

34 WEEE Directive driving service logistics uptake 34 The Waste Electrical and Electronic Equipment Directive (WEEE Directive) is the European Community directive 2002/96/EC on waste electrical and electronic equipment (WEEE) which, together with the RoHS Directive 2002/95/EC, became European Law in February The WEEE Directive set collection, recycling and recovery targets for all types of electrical goods, with a minimum rate of 4 kilograms per head of population per annum recovered for recycling by The RoHS Directive set restrictions upon European manufacturers as to the material content of new electronic equipment placed on the market. The WEEE Directive is applicable to small and large household appliances, IT and telecommunications equipment, lighting equipment, electrical and electronic tools, leisure toys and sports equipment, medical devices, monitoring and control instruments and automatic dispensers. Historic equipment: on the market prior to 2005: owner responsible for recycling Non-historic equipment: on the market after 2005: producer/ distributor responsible to collect and recycle.

35 Main trends & developments in maintenance industry the Netherlands and Belgium compared 35 Source: More4Core project, 2014

36 Supply chain characteristics Service supply chain management is more complicated than that of finished products. Service supply chain scenarios are highly uncertain and unstable because the random nature of situations requiring product support - a broken part threatening to bring down a production line, for instance - is nearly impossible to predict. These depend on the type of maintenance strategy (see next slide) Unique requirements - including forward and reverse repair flows across a network of customer and partner locations, managing repair facilities, and volatile engineering changes that result in part supersessions - further complicate matters. 36 Product supply chainService supply chain ‘Just-in-time’ principle‘Just in case’ principle High transport volumesLow transport volumes High stock turnover rateLow stock turnover rate Source: Van Laarhoven, 2008 Source: Gordian, 2013

37 Supply chain characteristics related to maintenance classification 37 Source: Rustenburg, Sparevision/ Gordian, 2005 CharacteristicsPreventive Large scale Preventive Small scale Corrective Size: -Number of calls -Quantity per call HighLow Planability GoodGood (in theory)Bad to reasonable Predictability GoodGood (in theory)Bad

38 Supply chain Spare parts classification based on maintenance and costs 38 Source: Rustenburg, Sparevision/ Gordian, 2005 Material Requirements Planning (MRP) Spare Parts Management (SPM) MRP/SIC Statistical Inventory Control (SIC) Expensive Cheap PreventiveCorrective

39 Maintenance models Service logistics is moving to predictive maintenance based on big data derived from sensors in the product to decrease total cost of ownership by right-on-time maintenance. 39 Too lateToo early Right on time Source: Ruud Teunter, 2013

40 Reverse logistics supply chain 40 Source: ECO - EUR

41 Forward logistics versus reverse logistics 41

42 Critical factors for service supply chain Number of initially sold products/ systems Quality of initial product Geographical spread of sales determines the international design of the service supply chain Product life cycle phase determines service; repair, refurbishment, return How the products are operated (scheduled downtime for example allowing for repair time) Delivery capability - from the availability of parts, to a complete and timely delivery, to avoiding extremely costly down-times and to guarantee high parts availability. 42 Spare parts management: Unpredictability Slow moving expensive parts Last time buy Quick response Certification Quality assurance Maintenance: Imperfect warnings Data gathering and analysis, heterogeneity Complexity of maintenance strategies Real-time decision-making Collaboration in the supply chain Maintenance service level agreements Reverse logistics: Outsourcing of manufacturing Product complexity Environmental pressure/ regulation Cost pressure

43 Top ten barriers to service excellence 43 Source: Deloitte – Global Service and Parts Management Survey

44 Service logistics services Order management Return authorization Return logistics Inventory optimization Control Tower design Control Tower operation (Bonded) Warehouse management PUDO (pick-up drop-off) Citystock Stock management Refurbishment Repair Transportation management Maintenance planning Spare parts logistics Customer service management Exchange logistics Easy SWOP Installation Packaging Customer service Remote monitoring Data science analytics Sorting Return product screening Environmental compliance services Customs Asset recovery etc 44

45 Bonded warehousing 45 Arrivals from non EU origins Distribution to (EU) customers The advantages of a Customs-bonded warehouse : Avoidance of double duty payment Postponement of duty payment Possibility of storage for an unlimited period of time Less customs interference Value added logistics (assembly, configuration) in a customs-bonded warehouse Point of customs clearance

46 SERVICE LOGISTICS EXPERTISE IN THE NETHERLANDS

47 The Netherlands = Logistics  Geographical position as gateway to Europe  Excellent Mainports (Rotterdam, Schiphol/ Amsterdam)  Excellent Hinterland Connections (road, rail, barge, shortsea)  Logistic Service Providers (1PL-4PL)  Legislative framework & customs  High level of knowledge: –8 Universities with specialization in logistics / supply chain management, with over 45 professors/ research groups in this field –11 Universities of Applied Research with over 150 specialized teaching staff with specialization in logistics / supply chain management Logistics/ transport related GDP (2012): 55 billion euros (10 % of GDP); 813,000 jobs (12% of Dutch workforce) 47

48 Dutch Collaboration for economic competitiveness 48 Logistics is one of the nine priority sectors in Dutch economic policy. Government, business and academia work together to increase competitiveness, in business climate, education, infrastructure and innovation. Ambition logistics: In 2020, the Netherlands holds an international top position 1.in handling transport flows through the NL, 2.as supply chain coordinator of international logistic activities and 3.as a country with an attractive innovation and business climate

49 Service logistics in the Netherlands The Netherlands has a strong position in high-quality Service Logistics. Large companies, including ASML, DAF, Océ, IBM and Vanderlande, which have already strongly developed their after-sales service, operate their European or worldwide Service Logistics from the Netherlands. Some of these companies took an early lead in structuring complex service supply chains. Dutch universities have also carried out international trend setting research in the area of Service Logistics. Research is carried out together with industry leading to knowledge intensive practical solutions. Dutch education institutes offer highly skilled graduates. 49

50 Service Logistics players Type of companySupply chain roleExamples in the Netherlands Asset ownerOwner of the system, often carries out the maintenance themselves Airforce, DSM, DOW, Sabic, Marel, Nedtrain, ASML, Royal Navy, GasUnie etc Service providerConducts maintenance at systems of asset owner GTI, Stork, SPIE, Sitech, Cofely, Imtech, Wolter, Fokker Services Parts suppliersSupply of spare parts and consumablesMAG45, Fabory, ADN, Technische Unie OEMsDevelops and manufactures systems, often also provides spare parts services Philips Healthcare, Damen Shipyards, IHC, Wartsila, Vanderlande Industries SupplierDevelops and manufactures components and subsystems for OEM Frencken, Dutch Aero, Neways, NTS, Wilting, VDL, Faes Logistics Service Supplier Supplies transport, warehousing and value added services SLS, DHL, CEVA, Norbert Dentressangle, Janssen Distribution, Menlo, Geodis 50 Source: Gordian Logistics Experts

51 Regional service clusters - examples 51 Maastricht Maintenance Boulevard; maintenance repair and overhaul of regional and business aircraft North-Brabant, esp Eindhoven; DC’s for electronics spare parts and companies for mechatronics maintenance and repair South West-Brabant; Maintenance of helicopters and jets Schiphol Airport Area; Aircraft parts, maintenance of passenger aircraft and aircraft systems Rotterdam; Service industry for marine vessels and process industry North Netherlands; Offshore wind maintenance

52 Service Logistics - Knowledge institutes and universities 52 University of Applied Sciences Rotterdam University of Applied Sciences Breda (NHTV) University of Twente Eindhoven University of Technology Erasmus University Rotterdam, School of Economics University of Groningen Delft University of Technology Tilburg University Netherlands Defense Academy

53 Maintenance Education Consortium 53 The Maintenance Education Consortium (MEC) is the center of excellence for cross-sectoral maintenance education and the knowledge distribution center for maintenance companies. MEC provides innovation projects, knowledge development and knowledge transfer. MEC is related to the Dutch Institute of World Class Maintenance. MEC consists of seven regional education centers, three Universities of Applied Sciences, five universities and knowledge centre Kenteq.

54 Service Logistics Forum 54 The Service Logistics Forum is the Dutch knowledge base in service logistics for knowledge development and exchange, aiming at the development of service logistics know-how and skills of all approx. 50 participating companies and institutions.

55 National innovation program in logistics The National Innovation program of the economic priority sector Logistics in the Netherlands focusses on six innovation roadmaps, in which innovation is driven and carried out by all partners in the supply chain. 1.Neutral Logistics Information Platform 2.Trade compliance and border management 3.Synchromodality 4.Cross Chain Control Centers 5.Service Logistics 6.Supply Chain Finance Service Logistics has been recognized as one of the internationally competitive strong areas with further development potential in the Netherlands and dedicated resources are geared to develop this field advance this competitive position even further. 55 the control and coordination of all after-sales services: from product delivery to the end of a product's life cycle.

56 Dutch collaborative innovation in logistics 1. Open innovation 2. Public private partnerships: triple helix collaboration 3. Supply chain collaboration and coordination

57 Innovation roadmap Service Logistics The Netherlands has designated a special innovation program to Service Logistics, noting the importance and knowledge in the Netherlands, driven by the Dutch Institute for Advanced Logistics. Objectives: –Increased level of quality and frontrunner service business in the Netherlands –Increased attractiveness for foreign companies to invest in the Netherlands –Significant contribution to decreasing emissions and energy use by optimal use of spare parts and reuse of materials Parties committed to the innovation program, a.o: 57

58 Innovation roadmap service logistics topics New service development: (Remote) condition-based maintenance/ logistics Total service supply chain coordination concepts Service differentiation and service level agreements Service process design ICT based business support systems/ system planner interaction 58 Pooling & partnerships: Techniques for call screening & diagnostics Remote (on-line) diagnostics and maintenance Business models for network enterprises, control towers Enhancing field service mobility Cultural and behavior aspects of network enterprises Lifecycle engineering and management: Obsolescence management Installed base forecasting and management Life Cycle analysis, closed loop supply chains, cradle- to-cradle Design to service

59 Service logistics - innovation programs 59 IZI Motive MaSelMa Value Creation by Closing the Loop Coordinated Advance Maintenance and Logistics planning for the process industries SINTAS Shared Business Intelligence Cell Planning Services Ultimate Spare Parts Planning Sustainable Service Logistics for Offshore Windfarms ProSeLo Service Logistics for Advance Capital Goods A few examples on the next slides

60 Dutch innovation in service logistics Proactive Service Logistics for Advanced Capital Goods Collaboration: Eindhoven University of Technology, Erasmus University Rotterdam, University of Twente, Service Logistics Forum (SLF), Ceva Logistics, DAF Trucks, Fokker Services, Gordian Logistic Experts, IBM, Océ Technologies, Marel, Stork Poultry Processing, Thales, Vanderlande Industries Innovative solutions for service control towers in order to achieve significant better system up- time whilst at the same time reducing TCO and improving competitive advantage. The sharing of spare parts that are owned by different companies or that belong to different service contracts New concepts to deal with last-buy decisions and to facilitate the re-use of parts, modules, and systems New predictive maintenance concepts that make use of the possibilities of remote monitoring and diagnostics 60

61 Dutch innovation in service logistics Planning Services Collaboration: Gordian Logistic Experts, Eindhoven University of Technology, Netherlands Defense Academy, NedTrain, Alstom Transport, Defense Material Organization, ECT, Fujifilm Objective: a framework for a Spare Parts Planning Control Tower Organization; a Spare Parts Planning Control Tower prototype (working IT Solution); a working and demonstrated Spare Parts Planning Control Tower; a (remote) Spare Parts Planning Service concept. 61

62 Dutch innovation in service logistics Integrated Maintenance and Service Logistics Concepts for Maritime Asset Collaboration: Eindhoven University of Technology, University of Twente, Netherlands Defence Academy, Gordian Logistic Experts, Royal Netherlands Navy, Damen, Thales, Imtech, Loodswezen, Bolidt, Fugro, Alewijnse, Pon Power, Seamar, Mes Marine Services, Copernicos Groep, Asset Management Control Centre, Maritime Campus Netherlands, Dutch Institute World Class Maintenance In the maritime sector, service logistics support and maintenance of systems constitute a significant fraction of the exploitation costs. This project aims to increase the service logistics efficiency for these maritime assets Develop innovative concepts to improve the predictability of maintenance and service logistics demand, develop smart concepts of service logistics optimization, supply chain coordination and cooperation. 62

63 Dutch innovation in service logistics Value creation by closing the loop Collaboration: 12Return, Logitech, EVO, Spring Global Mail, PincVision, Rotterdam School of Management, University of Tilburg Monitored return chains ensure the retention of value of goods at the end of their lifecycle. This project examines a 4C idea for the reuse of semi-manufactured goods and raw materials in the manufacturing chain. This ensures as much of the material remains within the manufacturing flows and, in doing so, retains its value. Refuse retrieves economic value through reuse. 63

64 Dutch innovation in service logistics Coordinated Advance Maintenance and Logistics planning for the process industries Collaboration: University of Groningen, Eindhoven University of Technology, University of Tilburg, Gasunie, Oliviera, ORTEC, SABIC, Sitech, SPIE, Stork It is essential to develop maintenance/logistics strategies that minimize cost whilst maximizing the availability and safety of assets. Many process industry companies experiment intensively with condition-based maintenance (CBM), but preventive maintenance is still the norm. The main objective of this project is to further develop a control tower approach for maintenance and logistics planning in the process industries. The innovation focusses on data pooling across disciplines and companies in the services supply chain and sharing maintenance/ logistics resources and clustering operations. 64

65 SOLUTIONS SPARE PARTS CONTROL TOWER

66 Successful spare parts management is key to high-tech business performance High-tech products and systems are increasingly complex, asset owners and OEMs demand higher service levels and the necessary supply chains are more dynamic. Service is a competitive factor for these companies. To ensure maximized uptime and minimized total cost of ownership, the supply of resources, especially spare parts, should be available and delivered right-on-time in case when needed. Spare parts inventory and logistics planning should take into account the low transport volumes and low stock turnover, optimizing between availability and low locked-in capital. Diversity between the unpredictability of failures and thus difficult planability of spare parts demand for corrective maintenance and the more planable spare parts based on preventive or condition-based maintenance. Repairable spare parts should be returned to a repair center if replacement spare parts are below forecasted demand levels. 66

67 67 Source: Innovatie Zuid, service logistiek in Zuid Nederland, 2012/ Project plan Planning Serrvices Spare parts planning control tower IT tool in which the spare part management is orchestrated: Forecasting Planning Purchasing Spare parts pooling The control tower could manage multiple service supply chain companies and include: Supply chain management with managing the availability of supply source, determine the desired source (repair/procure) and select the desired contract Repair shop control Transport coordination with distribution network Spare parts packaging strategies Stock financing Recruitment and selection of new staff.

68 Solution IT infrastructure - example 68 Source: Gordian

69 Spare part planning experience demonstrator 69 Source: Gordian/ Dinalog, 2013

70 Why locate your control tower in the Netherlands? The location for a service logistics control tower is more of a location where the company’s data and intelligence and decision-makers reside: Key decision factors for the Netherlands: Highly skilled expertise in service logistics, both from a knowledge, solution and logistics operation perspective Technological capability to establish and maintain a control tower: superior IT infrastructure, being one of the most ‘wired’ countries in the world with the largest Internet Exchange offering an excellent high speed data network. Combined with world class sensor knowledge for system monitoring International business environment, with fiscal, communication and language skills base to cater for your worldwide service needs Good living environment for international experts, attracting your needed decision makers to serve your company’s global footprint A supporting government for an excellent breeding ground for innovation and international business in service logistics 70

71 Why locate your spare parts or return distribution center in the Netherlands? The Netherlands offers your service distribution center the perfect location to excel in service excellence in Europe and beyond. Key factors for the Netherlands: Strategic location: The central geographical position of the Netherlands, combined with accessibility and an excellent infrastructure provides the strategic location to serve market in Europe, Middle East and Africa A superior logistics infrastructure: The Netherlands combines the perfect Gateway to Europe with the Port of Rotterdam as largest container port in Europe and Schiphol Airport a leading cargo airport in Europe, with an excellent hinterland network and access to main integrator hubs to serve quick response spare parts and return demands. An international business environment has supplied world-class business partners who know how to deal with global business challenges in today's economy. A competitive fiscal climate offers beneficial features for international tax planning, including a competitive corporate income tax, certainty in advance with OESO conform tax rulings, business-focused customs procedures incl bonded warehousing. 71

72 Dutch Spare Part IT solutions - examples Gordian has a flexible and modular development platform that enables them to affordably design and create professional, cost-effective and customer-specific solutions for spare parts management. 72 Slimstock offers sophisticated methods for forecasting irregular and slow moving items, such as spare parts, developed with scientific support from several universities. ORTEC offers solutions for high demand forecasting and inventory planning, as well as decision support such as distribution strategies, and depot and warehouse locations. FPC offers supply chain packaging advice as well as a control tower solution for communication for packaging instructions in the (service) supply chain.

73 Dutch Spare Parts Logistics Service Solutions - examples SLS Benelux is specialist in parts logistics for service-related companies. SLS offers distribution, warehousing and control tower services allowing optimal routing of spare parts. 73 CEVA Logistics offers global end to end supply chain management, to reduce risk and cost for spare parts on demand, and for making fast decision-making management possible. TNT Innight provides twenty-four-seven solutions to enable precisely timed services for nightly distribution of spare parts and other goods before the working day starts. Rhenus Logistics draw up individual, cost-efficient and sustainable solutions that link rail, air, sea and road transport services in a sensible way for spare parts and products.

74 Spare parts planning train maintenance repair 74 Nedtrain  Part of the NS Group and specialized in train maintenance.  175 years of experience in train maintenance.  Also responsible for maintenance on Arriva, Syntus and Veolia trains.  More than 30 strategic locations across the Netherlands.  Responsible for timely, safe and clean traveling of 1.2 million train passengers every day. SOLUTION  Advanced predictive inventory management models.  Detailed add-on planning tool.  Real-time order parameters.  Algorithm for better forecasting delivery schemes (expected demand for the next 12 months).  Better cooperation with suppliers. Source: NedTrain / DINALOG BENEFITS  Better understanding of demand fluctuations.  Shorter delivery times.  Inventory reduction of 8 million euro in one year (from 20 million to 12 million).  Gains on both sides: NedTrain and suppliers. REQUIREMENTS  Continuous up-time of systems.  Lower spare part stocks.  Lower inventory costs.  Continuous service level improvement.  High equipment availability for direct delivery / use.  Insight for the supplier in the current and future demand of NedTrain.

75 Spare parts for aircraft maintenance 75 Fokker Services  Integrated, knowledge-based services organization  Valuable partner for the global aerospace industry (manufacturers, owners and operators) in the continued competitive operation of their fleet.  Capabilities include Component Availability Programs, Flight hour based Component Repairs, Engineering and Documentation Support, and Airframe Maintenance, Modifications, Conversion and Completion capabilities. SOLUTION  Advanced predictive inventory management models.  Detailed add-on planning tool.  Algorithm for determining which Shop Replaceable Units (SRUs) and Line Replaceable Units (LRUs) should be in stock. Source: Fokker Service / DINALOG BENEFITS  Better insight in the relation between repair times and stocks.  Information about the likelihood that specific spare parts are required ( insight in necessary SRUs and LRUs in stock). REQUIREMENTS  Continuous up-time of systems.  Lower spare part stocks.  Lower inventory costs.  Continuous service level improvement.  Quick intervention: faster delivery from the same stock.  Extended service market.

76 Spare parts planning poultry processing 76 Marel Stork Poultry Processing (MSPP)  Market- and technology leader in poultry processing.  Offers in-line poultry processing solutions for all process steps and all processing capacities and sells poultry processing equipment.  Member of the Dutch Poultry Centre (DPC), the organization for leading companies in the poultry industry chain.  Extensive global network of almost 40 sales and service locations. SOLUTION  Advanced predictive inventory management models.  Planning tool for detailed analyses of purchases, sales and resulting stock changes.  Relocation of current stocks (Gainesville (US) and Boxmeer (NL) reduced to one location). Source: Marel Stork / DINALOG BENEFITS  Better insight in stock fluctuations.  Increase of service level from 97.3% to 98,6%  Stock decrease of 22%. REQUIREMENTS  Continuous up-time of systems.  Lower spare part stocks.  Lower inventory costs.  Continuous service level improvement.  Quick intervention: faster delivery from the same stock.

77 Spare parts supply automotive after sales 77 IZI Motive  A Dutch SME originating from a DINALOG demonstration project.  With an innovative approach of the core of the automotive business and its aftermarket: spare parts.  Solutions for spare parts management, procurement, planning, inventory management and logistics.  Control tower that connects manufacturer and garage.  Approx. 70 affiliated garage businesses. SOLUTION  Online supply chain control tower IZI2 Connect for car mechanics  Developed with Slimstock and Eindhoven Technical University  Integrated planning system  Parts stock optimization  Night distribution via cross-dock locations  Supply chain orchestration of return flow, warranty and repair support Source: IZI Motive / DINALOG BENEFITS  Direct ordering from independent parts suppliers  Optimal attunement between stock, planning and orders  Reduction of number of deliveries Cost saving of 15-20% on parts for mechanics  35% total supply chain cost saving  15% transport and warehousing cost saving potential REQUIREMENTS  Reduction of costs of spare parts for car repairs  Quick response including same-day deliveries  Reducing the number of deliveries to mechanics per day

78 MAINTENANCE SOLUTIONS

79 As advance capital goods and systems move from a product oriented to a function oriented industry, the supplier relationship has turned into performance-based contracts with service being a profit center and competitive differentiator. Challenge is to optimize operations – in terms of reliability, availability, maintainability and safety and thus to maximize uptime and optimize asset availability, by reducing failures and decrease planned and unplanned maintenance activities. This will increase customer satisfaction, decrease total cost of ownership, and can generate long-term revenues with high profitability. The maintenance sector in North West Europe alone is expected to have a 75 billion euros economic impact. Maintenance performs a key function in the enhancement of productivity and environmental sustainability as well. Maintenance ensuring optimal operations of production assets over their lifetime 79

80 80 Maintenance solutions – proactive service management Infosys, Leveraging After-Sales Service to Gain Competitive Advantage, 2011 Sensors and data gathering enables real-time monitoring of the functioning assets and failures and alerting. Big Data Science analyses the vast amount of data with smart algorithms resulting in insight in and anticipating failures, with preventive maintenance. Furthermore, predictive condition-based maintenance enables better planning of maintenance activities, including people and materials, resulting in shorter downtime, less lost production and cheaper and more sustainable repairs.

81 Dutch maintenance IT solution providers - examples Algoritmica makes predictive maintenance software that predicts asset failures using machine data, decreasing downtime and maintenance costs significantly. 81 Districon develops and implements technical dashboards for the performance monitoring of advanced capital goods, such as rail equipment to provide insight in failures to appropriately plan maintenance. Oliveira offers an Asset Improvement Program for the high- tech, energy and maritime industries based on data analysis with a SAS connection to transition from ‘condition based monitoring’ to ‘condition based maintenance’. ORTEC provides planning software for condition based maintenance based on data monitoring of operational and maintenance data.

82 Condition-based maintenance process industry 82 ORTEC  ORTEC headquartered in the Netherlands is one of the largest providers of advanced planning and optimization solutions and services.  ORTEC’s products and services result in optimized fleet routing and dispatch, vehicle and pallet loading, workforce scheduling, delivery forecasting, logistics network planning and warehouse control.  ORTEC has over 1,800 customers in 60 countries, 750 employees  ORTEC has offices in various European countries and in North America. 60% of the logistics revenues came from foreign offices. SOLUTION  Maintenance based on necessity instead of periodic or corrective maintenance.  Clear timing of maintenance activities.  A Quick Scan that can evaluate different maintenance strategies for a broad range of machines. Source: ORTEC / DINALOG BENEFITS  Ability to compare traditional corrective strategies and modern preventive strategies (condition- based).  Quantitative support in decision making.  Balance between postponing maintenance and grouping different maintenance activities  Clear profits through optimization of maintenance strategies. REQUIREMENTS  Cost reduction and increase of reliability.  Through efficient and condition-based maintenance.  Data monitoring and availability.  Smart use of operational and maintenance data.

83 Predictive maintenance lithography machines 83 ASML  Founded in the Netherlands in 1984, currently the largest supplier in the world of photolithography systems for the semiconductor industry.  ASML manufactures complex machines critical for the production of integrated circuits or chips, such as CPUs, DRAM memory, flash memory.  More than 70 locations in 16 countries with 13,800 employees  Net sales € 5,245 million  ASML is traded on Euronext Amsterdam and NASDAQ SOLUTION  From Dinalog innovation project Proactive Service Logistics for Advanced Capital Goods  A predictive maintenance model developed with Eindhoven University of Technology Source: ASML / Gordian / DINALOG BENEFITS  Predictive maintenance model with 80% accuracy  Proven correlation between date on which the problem occurred and the type of problem without knowledge of the component provides accurate insight in machine downs REQUIREMENTS  Customers require systems to always work.  IF systems fail, rapid response is required  Minimize Total Cost of Ownership  Enable shift from reactive to proactive maintenance: Know when a machine will be down and plan accordingly.

84 Spare parts for marine vessels maintenance 84 Command of the Royal Netherlands Navy (CZSK)  Consists of fleet units and Marine Corps.  Command the naval forces at operations at sea and from the sea.  May provide support in disaster relief, humanitarian assistance, clearing explosives, firefighting, surface- and underwater searches.  The Directorate Operational Support is responsible for the maintenance and resupply of ships and shore installations.  Specialized in high-tech systems: propulsion, electronics and weapons. SOLUTION  Advanced predictive inventory management models.  Detailed add-on planning tool.  Algorithm for better monitoring of lead times and stock values. Source: Ministry of Defense / DINALOG BENEFITS  Decrease in stock value from 2,7 million to 2,4 million.  Higher efficiency: the same number of items planned and managed with fewer people.  Better monitoring of systems with the planning tool.  New service provision. REQUIREMENTS  Continuous up-time of systems.  Lower spare part stocks.  Lower inventory costs.  Continuous service level improvement.  Quick intervention: faster delivery from the same stock.

85 Predictive maintenance wind farm 85 Vattenfall  Vattenfall is one of Europe's largest generators of electricity and the largest producer of heat. Vattenfall produces electricity and heat from six energy sources – wind power, nuclear power, natural gas, biomass, coal power and hydro power.  In 2013, operations were conducted in the Nordic countries, Germany, the Netherlands, France and the UK.  Net sales: SEK billion (167.3) with some 32,000 employees. SOLUTION  Dutch start-up Algoritmica’s PreMonition for Wind Turbines: a predictive maintenance software solution providing 24/7 data-driven monitoring and analysis with sensors and machine-learning algorithms. Source: Algoritmica BENEFITS  Predicting failures long before they happen allowing better planning, e.g. scheduling maintenance activities together, and reduce lost production  Automated data analysis  Saving on spare parts.  Standard customizable solution adjustable to specific circumstances REQUIREMENTS  Reduce the 3-6% annual maintenance costs of wind farms, which can be up to 30% of the Levelized Cost of Energy.  Reduce lost production, esp. due to surprise failures and long lead times.  Increase customer satisfaction  Make wind energy more competitive

86 REVERSE LOGISTICS SOLUTIONS

87 Competitive advantage by reverse logistics Reverse logistics is the process of moving goods from their typical final destination to another point for the purpose of capturing value otherwise unavailable, or for their proper disposal. Reverse logistics is based upon heightened environmental consciousness, public policy and regulation. Reverse logistics include damaged merchandise, seasonal inventory, restock, salvage, recalls, recycling, hazardous material, obsolete equipment disposal and asset recovery. Without a comprehensive return system for taking in, storing and redistributing returned items, companies can lose millions in revenue. Product complexity, outsourcing of manufacturing or repair, environmental pressure/ regulation as well as cost pressure all are critical to the reverse logistics supply chain. Companies should process returns at a proficiency level that allows quick, efficient and cost-effective merchandise collection and return. Main challenges: - Determining and tracking the value of the unit - Tracking warranty and routing status - Handling dealers and subcontracting in the reverse chain - Driving efficiency in repair or packaging processes 87

88 Specialised reverse logistics business software and service providers Business software specifically designed for the reverse logistics process is able to track the returns, invoices, warranty’s as well as third party contributors in the reverse logistics chain. Dynamic routing tools can optimize the return flows in complex multi-channel reverse chains by dynamic determination of the returns destination, either country or vendor driven. Furthermore specialized software with visualisation can support repair engineers but also personnel that has to package returns properly to retrieve product value, as return flows are smaller and less standard than forward flows. Specialised logistics partners with fully integrated software can shorten the link from return origination to the time of resell. One major challenge for logistics providers is performing all tasks for the retailer, including: –Collection and scanning –Credit store and invoice vendor –Product disposition 88

89 Dutch IT Solutions - reversed logistics Cycleon reduces complexity of reverse logistics by offering best-in-class reverse logistics solutions throughout the lifecycle of a product ranging from commercial, e-commerce, end-of-life and product recall returns Return helps to implement a controlled reverse chain by enabling the customer, the teams, carriers and fulfillment-, repair- and payment providers to work together. By working with ‘best in class’ third party logistics partners around the world, Teleplan provides reverse logistics solutions designed specifically to meet the needs and provide the right balance between cost efficiency and speed. The All-In Logistics Control cloud technology solution manages the reverse logistics flow and parts maintenance flow, with an end-to-end spare parts management program.

90 Reversed Logistics Service Providers in the Netherlands - examples Arvato designs the most efficient network for product returns and repair with regards to cost, customer satisfaction expectations, turnaround times and geographical target market strategies. 90 CB Logistics provides state-of-the-art logistics facilities, incorporating services like warehousing, distribution, cross- docking, transport, reverse logistics and value-added logistics. ModusLink offers management solutions to simplify the returns process for retailers and manufacturers that want to improve service parts management and the value of returned assets by managing the end-to-end process. Syncreon has developed a comprehensively managed service, dramatically improving the reverse flow while significantly reducing operating costs. Large internationals in the Netherlands:

91 Smart reverse logistics IT Tool 91 12return  A Dutch SME originating from a DINALOG R&D project.  Providing returns management software that supports a customer centric and sustainable supply chain that covers the return and re- use of products that cannot be used or are considered undesired or obsolete by it’s current user.  Helping retailers to increase service, decrease costs and achieve a sustainable way of doing business.  A Control Tower coordinating several reverse supply chains. SOLUTION  Returns Management Software  Implemented software tool: Product Routing Algorithm (PRA) for dynamic routing.  Clear return instructions for the end-user.  Informing and planning the reverse supply chain.  Optimizing international returns.  Multi-vendor / drop-shipment returns. Source: 12return BENEFITS  12Return platform handles returns from 13 European countries to the Netherlands and from Australia and the USA to Great-Britain. REQUIREMENTS  Value creation in the reverse supply chain (sourcing, customer, environmental and information).  Economies of scale through supply chain coordination by a control tower.

92 Service parts packaging control 92 Philips Healthcare  Royal Philips is a diversified technology company. The health care business makes up 42% of the global sales revenue.  Products range from advanced molecular imaging systems, emergency care solutions, diagnostic ECG and X-ray to ultrasound products.  More than 37,000 employees, working in 100 countries,  Annual revenue € 9.6 billion  After sales medtech 1 million orders, € 132 million international physical transport costs, 120,000 SKUs. SOLUTION  Control Tower solution developed by Dutch FPC, part of Faes group  Internet and visualization based control tool PackAssist including activity based costing for medical devices supply chain Source: Philips Healthcare / FPC / DINALOG BENEFITS  Quiet implementation of new suppliers, spare parts or policy  Easy understanding for parts personnel by visualizations  Worldwide communication regardless of language  Reduction of defoa costs from € 8 million to a few € 100k  Return on investment 1-2 months  Reduction of transport costs up to 90% for certain parts REQUIREMENTS  After sales service for medical devices requires quick response to ensure uptime and patient safety  Correct packaging is needed for cost efficiency in terms of damaged products (defoa’s) (€ 8 million annually)  Packaging policy is required for the accuracy of parts  Lower transportation costs


Download ppt "Proposition Service Logistics 28 November 2014 1."

Similar presentations


Ads by Google